The goal of this position is to achieve maximum sales profitability, growth, and market penetration through the development of new and existing architectural and engineering relationships, local sales, and national opportunities. Develops relationships, sales opportunities, and new avenues of growth through those different channels. Supporting the Garland Salesforce by providing them both technical support and sales opportunity.
Successful Architectural Territory Managers have a broad background in selling and a professional approach to marketing. They have learned how to increase sales, penetrate markets, and generate maximum returns for themselves and the company. They have experienced and handled the more difficult problems in marketing, such as explaining to prospects the technical aspects of Garland roofing and waterproofing systems, selling against tough competition, and working through customer perceptions that directly affect business. They can “put it all together” and in the process derive self-satisfaction from achieving weekly, monthly and yearly objectives and growing with the organization.
Garland Outside Salespeople manage the company’s business almost as if it were their own, and they coordinate efforts with others such as their peers and Management. The job is best viewed in terms of the functions that are required in order to fill this basic responsibility. The 11 functional elements of the sales job are:
1. Develop New Markets and Accounts
A) intensive investigation of existing and new opportunities
B) development of plans and strategies for maintaining and increasing business;
C) implementing the plans and strategies,
D) concentrating on new account proposals and presentations;
E) adjusting selling techniques to fit market opportunities; and
F) enhancing company reputation to the public.
2. Control the Financial Aspects of Selling
Selling always involves dealing with prices and resisting competitive pressures to reduce them. Even more, it includes negotiating the best prices for the company, often by offering financial alternatives to customers and keeping confidential pricing from becoming public information; protecting the company against loss by controlling expenses and verifying credit information on new accounts; and taking the appropriate action where exceptions justify it.
3. Provide Leadership and Good Management Practices
The job is not only selling, but also managing contracts and opportunities. This is accomplished by representing Garland to customers so as to enhance the company image and gain confidence and respect of the account. The consistent demonstration of ethical conduct, honesty and integrity are essential. Garland salespeople control the sales process by anticipating 8 and overcoming objections, while at the same time creating an awareness of need which they then fill. They also help accounts by offering alternative ideas.
4. Demonstrate “Motivated” Behavior
Garland salespeople establish goals and priorities and prepare for contingencies by carrying appropriate materials to their presentations. They evidence a high level of sales-oriented activity and generally would rather sell than engage in unrelated activities.
5. Maintain Records, Information Flow, and Administrative Details
No marketing organization can function effectively without good, detailed, timely records of their sales efforts and the factors that influence their business. The salesperson is one of the points where information is transferred and is a center of influence through which information must flow carefully to the customer from the company and to the company from the customer. This involves pricing, shipments, installations, new product information, adjustments, confidential policy information, marketing information, and so on. There is a myriad of detail and administration that accompanies good marketing.
6. Develop Key Accounts
As with all commercial operations, a greater portion of Garland’s sales volume comes from a relatively small number of firms with the greatest buying power. It is essential to focus proper attention on the key people who have purchasing authority, to the companies with the greatest buying power, and to special efforts assigned to provide assistance and support to these key accounts.
7. Manage Marketing Efforts
Much selling begins with generating ideas, forecasts, plans, solutions to customer problems. This analytical/thinking activity is followed by effective goal attainment through performance and time management -- by doing the things that optimize the ratios of calls-tointerview-to-proposals-to-sales ratios, qualify prospects, obtain new business, and build customers’ confidence in Garland quality and technical know-how. Adjustments for competition are made, leads and referrals are pursued, modern sales techniques are employed, and orders are solicited.
8. Optimize Distribution
Knowing which prospects ought to be key accounts is at the very heart of the successful salesperson’s operation. Determining the cost-effectiveness of each account is an extremely important and often complicated decision. This decision-making process involves sizing up the customer’s problems and needs while always being cognizant of personal objectives and the potential profit contribution to the company.
9. Provide Customer Service
The needs of customers are key to effective operations. Many things are done to solve their problems for them -- handle complaints, negotiate adjustments, forecast and expedite shipments, conduct presentations, and analyze their needs. Developing personal relationships, always listening carefully and occasionally entertaining are activities that help fill customer needs, so that in turn Garland’s needs can be met.
10. Provide Training for Others
The level of technical sophistication involved in Garland systems requires salespeople to instruct contractors and customers on the use of Garland products and services. Salespeople may conduct roofing seminars to take some customers on plant tours to give them a better picture of how products are made and how Garland provides services for customers. 11. Cooperation Within the Company The overall marketing strategies of Garland involves numerous salespeople, managers, and territories -- including administrative services, production and research and development. Frequently, the acquisition of a new account or installation requires the assistance of others. Salespeople contribute to a team effort with the understanding that they will be repaid in kind. Much depends on a good attitude and the acceptance of responsibility to coordinate these efforts and cooperate with appropriate objectives at all levels. Cooperation implies a willingness to handle special projects, assist at trade shows, and adhere to company sales and marketing policies.
Must possess sales experience and cooperative contract development/management. Possession of at least a high school diploma is required and a post-secondary degree is preferred. Must successfully pass all required background screenings and obtain the requisite security clearance(s) to gain access to locations which require more stringent background scrutiny (example: military bases/installations). Demonstrated aptitude for problem-solving; ability to determine solutions for customers (consultative sales approach). Must be results-orientated and able to work both independently and within a team environment. Must possess excellent verbal and written communication skills. Proficiency in using Microsoft Office Suite applications and contact management software. Must have the ability to travel both domestically and internationally, so the ability to travel by plane, operate a motor vehicle and maintain a valid Driver's license are required. Overnight travel may be required.
The Garland Company, Inc. is an equal opportunity/affirmative action employer. All qualified applicants will receive consideration for employment without regard to race, sex, color, religion, national origin, ancestry, military status, veteran status, marital status, gender identity or expression, transgender status, citizenship, sexual orientation, age (40 and older), disability (except where the disability prevents the individual from being able to perform the essential functions of the job and cannot be reasonably accommodated) or any other legally protected characteristic under federal, state or local law.
If you have trouble or need assistance in completing the information, please call Jay Hebert at 800-321-9336 ext. 3614. To access our online application system, please choose one of the following links below:
Approximate completion time of application is 1 hour.
